We study the long-term effects of a permanent shift to fully remote work in the call center division of a major multinational firm. Using detailed administrative data, we document three key findings. First, the shift to remote work enabled the firm to tap into previously underutilized segments of the national labor force and reshape the composition of its workforce—increasing the share of women (including married women), older individuals, and those living in small towns and rural areas. Second, remote work led to sustained improvements in productivity, driven primarily by shorter call durations, without compromising service quality. Third, employees who received initial in-person training prior to going remote exhibited higher long-term productivity and lower attrition, highlighting a key role for in-person onboarding in fully remote settings.
Can occasional in-person office days improve productivity and retention in an otherwise fully remote workforce? To address this question, we deploy a randomized controlled trial at the call-center arm of large multinational firm. We randomly assigned agents to remain fully remote or gather once a month in an office for nine consecutive months. Office days included shared breaks, team lunches, and brief training sessions to refresh skills and foster social interaction. One office day a month cut attrition by roughly half and brought gradual productivity gains, cumulating to 6% more calls per hour, with no loss of service quality. (The company’s earlier transition from fully in-office to fully remote work also brought sizable productivity gains.) Survey evidence points to greater job satisfaction and better team cohesion as the sources of productivity and retention gains. Our study shows how structured, occasional office interactions can help firms profitably navigate the challenges and tradeoffs presented by new working arrangements.